Hospital Management is an important part of healthcare administration, that represents the sum of all administration and management activities of hospitals, hospital networks or medical centers. As a discipline, it has developed empirically, due to hospitals being established as private charitable community resources, for religious missions, by physicians to have a place to practice, or as governmental driven entities. Hospitals have traditionally been operated and managed through a variety of means, each of them developing a different management philosophy and style.
In my previous updates I highlighted the importance of theory in performance management and introduced the goal setting theory as one of the most important informing the discipline. I also outlined the importance of understanding the complexities of setting targets.
Improving logistics performance has become an important development policy objective in recent years because logistics have a major impact on economic activity.
Setting targets is relatively easy if you want to make it easy – just pluck a number from the air, make it your target and strive to achieve it. However, there is more to target setting than a simple number selection.
In my previous update I highlighted the benefits of increasing theory awareness in performance management practice. It has the potential to positively impact the process of selecting, developing and using performance management solutions. Over the next few months, I will gradually introduce some of these theories, in no particular order.
